As per our understanding the strategy to Coors success can be attributed to the following Managing Production Cost
Various Cost Control Strategies were
•Single product Focus – only one kind of beer
•High capacity utilization (The idea is that doubling the brewery scale will cut the unit capital cost by 25%) •Produced own malt. Set up rice-processing plant to avoid price fluctuations of “brewing” rice. •High Vertical Integration

•Backward integration by making its own aluminum cans.
•Forward integration by making most of its labels and secondary packaging. •Equipment set ups for 90 % of brewing and 75% of packaging capacity. Location AdvantageCoors being located in Colorado served 11 western states (from California to Texas). They found a great opportunity since demand was 24 million barrels whereas supply was only 17 million barrels. 7 of 24 million barrels sold in the region had to be imported from outside and Coors was more central to that area than the three other facilities of the competitors in Missouri, Texas & Wisconsin. Product Differentiation

Coors traditionally relied on its beer to market itself by virtue of its “drinkability”, mainly due to its choice of ingredients, Rocky Mountains spring water and its unique brewing process. Focus was on core competencies in processing that would differentiate it from other makers. Operating performance change w.r.t competitors - 1970...

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...7-22-2013 Case assignment
Each student will present a written case analysis which should be no more than 5 and no less than 4 double-spaced pages and is due on the date and time indicated in the course schedule (last page of this syllabus). While I focus on the content of your essay for my grading, clarity of presentation and organization is essential for me to follow your ideas. A good starting point is to look at the case discussion questions in Quiz 4. But your answer cannot be a series of answers to questions but must rather be an essay. Some of these questions will guide your case analysis and should be an aid to you in formulating your answer. Therefore, reading the case before the end of the third week so as to deal with these questions should help you do well in the case project. A good approach to the project is to make sure you include all the elements that I look for in my grading of your assignment.
The performance will be assessed in the following dimensions:
a) Diagnosis – the degree of thoroughness, indicated by the use of all appropriate course materials (neither more nor less than applicable) and adequate citation of evidence (symptoms) from the case.
b) Solution – use of course material, realism, and feasibility given the facts and constraints of the case situation.
c) Action – sufficiently detailed, clearly...

...For the exclusive use of L. HELALI
Harvard Business School
9-388-014
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AdolphCoors in the Brewing Industry
"Rarely in AdolphCoors Company's 113-year history has there been a year with as many
success stories as 1985." Coors's annual report for 1985 went on to cite records set by the
company's Brewing Division. In a year when domestic beer consumption was flat, Coors's beer
volume had jumped by 13% to a new high of 14.7 million barrels. And its revenues from beer had
topped $1 billion for the first time in the company's history.
The Brewing Division accounted for 84% of Coors's revenues in 1985, and over 100% of
its operating income. Although Coors had diversified into several businesses, including porcelain,
food products, biotechnology, oil and gas, and health systems, Chairman Bill Coors acknowledged
that for the foreseeable future, the company's fortunes were tied to brewing.
The strategy of the Brewing Division had changed drastically over the 1975-1985 period.
The changes continued: in a decision that the company billed as "the most significant event of
1985 and perhaps our history," Coors announced plans to build its second brewery in Virginia's
Shenandoah Valley.
The first section of this case describes competition in the U.S. brewing industry and its
structural consequences. The next two sections describe Coors's...

...Carter Capute
Forensics Honors
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Coors Kidnapping Case Study
AdolphCoors III was born on January 12, 1916 in New Hampshire. He attended Phillips Exeter Academy for High School, then fallowed in his father’s footsteps and attended Cornell University in upstate New York, where his brother Joseph would attend only a few years later. During his time at Cornell, Coors became the president of the Quill and Dagger Chapter, and was also a member of the Kappa Alpha Fraternity. In his youth, Coors was a very good skier. He traveled all over the country, and in 1998 was inducted into the Colorado Ski and Snowboard Hall of Fame. Coors was the next heir to the throne of the great American brewing company, and multimillion dollar empire.
Joe Corbett was born on October 25, 1928 in Seattle, Washington. He attended the University of Oregon, and was about to enroll in the medical school. However, in 1951, Corbett got into an altercation with an Air Force sergeant, where Corbett eventually shot him in the back of the head. Corbett claimed self defense at first, but eventually pleaded guilty. Later that year, Corbett was put in maximum security at San Quentin Prison. In 1959, due to his good behavior, he was lowed into the minimum security part of the prison, where he soon after escaped. After his escape, he went by the alias of Walter Osborne.
Coors was...

...﻿
South Delaware Coors Inc. Case #1
Problem Statement
In 1873, AdolphCoors built a small brewery called Coors in Golden, Colorado. Now, as of 2014, this small brewery has become the largest single brewery facility in the world. Over the years, the company has expanded their market and has become the third largest brewer in the United States.
Larry Brownlow, a young entrepreneur, wanted to operate his own business after completing graduate school. He agreed to a distributorship opportunity with Coors. The brewery company was looking at expanding their market potential of a Coors beer distributorship to a two-county area in southern Delaware. Brownlow used his resources to find and contact Manson and Associates, a research company, that would help with his expansion of Coors beer. Manson gave Brownlow a choice of details regarding market research, market potential, financial statements, population statistics, and a retailer and customer questionnaire about Coors beer. It was then Brownlow’s decision to determine which information he wanted to buy from Manson’s research proposal, with only $15,000 in funds available.
Situational Analysis
Manson and Associates proposal included nine different research studies that would help Brownlow get the primary information he needed for establishing a distributorship in southern Delaware, but...

...﻿Introduction
In 1873, German immigrants AdolphCoors and Jacob Schueler established a small brewery in Golden, Colorado. Lately, Coors Inc. had become the third-largest brewer in the United States. Coors invested $2,000 in the operation, and Schueler invested $18,000. In 1880, Coors bought out his partner and became sole owner of the brewery. Coors’ operating philosophy is “hard work, saving money, devotion to the quality of the product, caring about the environment, and giving people something to believe in.” Coors Inc. operation is consistent with this philosophy. Coors beer was a regional product and its marketing area was confined to the American west. In 1959, Coors became the first American brewer to use an all-aluminium two-piece beverage can. The company abandoned pasteurization and began to use sterile filtration to stabilize its beer in that year. Coors currently operates the largest aluminium can producing plant in the world, known as the Rocky Mountain Metal Container (RMMC) in Golden, Colorado. In the 1970s, Coors invented the pollution-free push tab can. However, Coors Light was introduced in 1978.
Larry was aware of Coors’ popularity with many consumers in adjacent states. Coors beer was perceived by most beer consumers to be a high quality, standard beer,...

...MIS 5000 Case (From Stairs p.34)
Coors Ceramics Revamps Information Systems
Coors Ceramics was spun off from the AdolphCoors Company in December 1992. Today, the company is one of the leading suppliers of ceramic materials and components to the semiconductor and laser industries anndd has developed a worldwide reputation for quality and precision.
Coors' old information system took as long as two days to process new orders. Because of delays and inaccuracies in processing; there was no way a salesperson could track the exact status of a particular customer's order. With 1,500 orders coming in monthly, that was a huge problem. To compensate for the processing delays, Coors would produce more components than it had received orders for so that it couuld build up inventory to meet customers' desired delivery dates. Although it did help meet customer demnd, this approach raised inventory levels, production costs, and overhead costs. Customer delivery was also a problem. The old system could track shipments only on a weekly basis. If a customer wanted an order on Monday, and Coors shipped it by the following Saturday, the system logged that order as being on time. When customers called to complain, the salesperson woould get no valid data from the system other than an incorrect "shipped on time report".
It was clear that improvements were...

...-------------------------------------------------
Case 4.0 AdolphCoors
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Index
Index 2
Introduction 3
Background 3
Porter’s 5 forces analysis 5
SWOT 13
PESTDN 21
Generic Strategy 23
Current Strategy 24
Cluster Analysis 24
The value chain for AdolphCoors Brewery 26
Balanced Scorecrad 31
Hill & Slack models 32
The Wheel of Consistency explanation 39
Core competencies 40
Strategy 41
-------------------------------------------------
Introduction
In this case an analysis of the AdolphCoors Brewery will be made, to see what the competition is like within the industry, what are the company’s strengths compared to their competitors. What are their weaknesses and what can they do to mitigate them, or solve potential problems that could occur or has occurred.
This can be done by performing various kinds of analyses on the company and the industry they are in. The tools that can be used are; Porter’s five forces, Hill's and Slack's method, PEST-DN, SWOT, core competencies, value chain and by using the value chain we can look at the wheel of consistency, to see if the company is working accordingly to their strategy or if a action plan is needed. The action plan should only be done for those areas within the wheel of consistency that is not complementing the company strategy.
After...

...GSubject: Business Strategy
Case Study: AdolphCoors in the Brewing Industry
Date: 10-Aug-2010
Coors was very successful in the mid 1970s. What was it’s Strategy ?
Background
AdolphCoors company is 113 years old with it’s major sales in Brewerage sector. In 1985, Beer division achieved record sales of $ 14.7 Million barrels, which was 13% high than the previous year, that too achieved at a time when Beer Sales were getting consolidated.
Brewing division accounted 84% of Coor’s Revenues and over 100% of operating income. This means that all other units of Coors are running under losses and Coors need to improve on their Sales on Beers. Coors have plans to build second brewery at Virginia’s Shenandoah Valley
|The prospects of Coors in Brewing industry can be analyzed using Porter's five competitive forces: |
|1 |Threat of new entrants | | | | |
|2 |Bargaining power of suppliers, | | | |
|3 |Bargaining power of buyers, | | | | |
|4 |Substitutes and | | | | | |
|5...